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Assessment Task 1 (BSBWHS605) Assessment Task 1BSBWHS605 Develop, implement and maintain WHS management systems Support and facilitate implementation and develop WHS policy Submission details Candidate’s name Phone no. Assessor’s name Phone no. Assessment site Assessment date/s Time/s The assessment task is due on the date specified by your assessor. Any variation to this arrangement must be approved in writing by your assessor. Submit this document with any required evidence attached. See specifications below for details. Performance objective The candidate will demonstrate the skills and knowledge required to consult on and analyse workplace needs to: · propose an appropriate WHS management system · develop WHS policy · build management commitment to the proposed WHS management system (WHSMS). Assessment description Using the scenario information supplied, you will conduct an initial review of the workplace. You will then participate in a management meeting (a role-play), in which you will propose the design of an appropriate WHSMS and consult with management. During the meeting, you will present a draft WHS policy for consultation. Procedure 1. Review the simulated workplace information for Pitstop Pty Ltd (below). 2. Conduct an initial review of the simulated workplace, including core elements of the system: a. organisational requirements for WHS management b. responsibilities and accountabilities for WHS c. WHS risk management and procedures d. documentation and recordkeeping requirements for monitoring and review and demonstration of compliance e. employee capability and need for training. Note: Some relevant information may be gathered from the simulated workplace information provided below; some information may be gathered through the process of consultation. 3. Review the summaries of consultation meetings with organisational stakeholders to gain input into proposed WHSMS (you will need to address the stakeholder concerns in your WHSMS). 4. Conduct any research necessary to support your proposal for the design of a WHSMS, for example on: a. Victorian WHS legal framework b. NSW or Qld WHS Act, to support your proposal for the design of a WHSMS c. relevant standards for WHS management systems, risk management and recordkeeping. 5. Develop a draft WHS policy for Pitstop Pty Ltd. 6. Develop a (1–2 page) written outline of core elements of your proposed WHS management system and your response to issues raised by Amanda Kaisig and Pat Lee. a. Store Manager of flagship store, Amanda Kaisig needs to be reassured that the new system will deal systematically with all health and safety problems, that the board of directors is fully committed and will provide the required resources. b. Worker representative from former ISS stores, Pat Lee is willing to communicate the importance and benefits of the new WHSMS to workers, but only if convinced of the benefits to workers and that management has given its full commitment to any new WHSMS. 7. Arrange a time with your assessor to complete management role-play in which you propose design of your WHS management system and WHS policy to the board of directors and CEO during a meeting. 8. In a 10–15 minute role-play presentation and consultation session, propose the design of an appropriate WHS management system and WHS draft policy to the board of directors and CEO. Ensure you lead the meeting and discuss: a. core elements of system and proposed changes or additions b. relevant standards c. relevant legislative requirements for WHS management, including those related to recordkeeping d. WHS policy requirements e. how policy will be communicated to employees f. how design of WHS management system and WHS policy meet internal and external requirements g. possible certification option and process of certification. Note that during the presentation and consultation session, you will need to: a. answer questions b. ask for feedback and input into the system c. work to build support and ask for management commitment to policy and WHSMS. 2. Incorporate necessary changes into your WHS policy draft and design of WHSMS based on consultation. 3. Submit all documents to your assessor as per the specifications below. Ensure you keep a copy of all work submitted for your records. Specifications You must: · participate in presentation and consultation session (role-play) with board of directors and CEO · submit 1–2 page written outline of WHSMS core elements (revised if needed) including responses to: · Store Manager, Amanda Kaisig · worker representative, Pat Lee · submit a draft WHS policy (revised if needed). Your assessor will be looking for: · analytical skills to analyse relevant workplace information and data · communication skills to conduct effective formal and informal meetings and communicate effectively with personnel at all levels of the organisation · consultation, facilitation and negotiation skills to gather input and build support for plans · information technology skills to conduct research, create documentation and present information · organisational skills to manage own tasks within a timeframe · knowledge of standards relating to WHSMS · knowledge of relevant Commonwealth and state or territory WHS Acts, regulations, codes of practice, standards, guidance material and other relevant publications · knowledge of requirements for recordkeeping that address WHS, privacy and other relevant legislation · knowledge of WHS management systems · knowledge of WHSMS certification and auditing standards, processes and requirements. Adjustment for distance-based learners · Management role-play can be varied to take place by videoconference (using videoconference software such as Skype). Simulated workplace scenario – Pitstop Pty Ltd Pitstop is a privately owned company that until recently operated one independent service station in Melbourne’s north. Jim Murphy, who is the owner, chairman and CEO, has run the company for the past five years. He has operated service stations for most of the last 25 years and relies on his hands-on approach to monitor and instruct staff on what to do. In the past eight months, Pitstop has raised sufficient finance to buy out the Independent Service Station (ISS) chain of nine stores across Victoria, NSW and Queensland and rebrand them all as Pitstop. Jim plans to continue the expansion until the optimum target of 30 service stations is secured for the Victoria, NSW and Queensland market. Pitstop service stations trade 24 hours a day. They typically include a vehicle access forecourt with at least six pump stations, a retail shop, a food bar, Store Manager’s office and stockroom. They sell fuel, oil, gas, supermarket goods, hot pies (heated from frozen on the premises) and cold drinks. Including the retained staff from the ISS buyout stores, Pitstop has a workforce of approximately 60 employees. The employees come from a wide range of cultural and linguistic backgrounds. A significant proportion has poor English literacy, including poor reading comprehension. Most employees, but not all, have a high-school level of education. All stores have computerised point-of-sale terminals that are linked to the company’s enterprise resource planning and accounting systems. The flagship store has an attached office space that accommodates the directors and senior management staff. Pitstop service stations are currently located in: · Victoria: · Craigieburn · Bendigo · Shepparton · Wodonga · NSW: · Ballina · Wagga Wagga · Wollongong · Qld: · Coolangatta · Ipswich · Toowoomba. Background to WHSMS You have been employed by Pitstop as the General Manager – Retail. You have been asked to design and develop a WHS management system (WHSMS) to manage WHS for Pitstop as one of your initial tasks. In the employment interview, Jim explained that: Pitstop has just gone through a tremendous transformation, from a single hands-on operation to a multi-store enterprise with plans to triple in size in the next five years. The board of directors has made me acutely aware that we can’t manage the present and future operations the way I have in the past. We want you to design and develop a WHSMS, as far as is practicable, to ensure a workplace that is safe and without risks to the health of our employees, customers, suppliers and visitors to the sites. You may need to create or rewrite organisational policies as well as devise training schemes, implement changes and develop reports. I don’t want to pressure you, but it is imperative that this WHSMS be in place in four months' time when we meet with all key stakeholders of Pitstop. When I managed the single store, we never had the injuries and time off work that we are having at the moment. I was always very careful to tell my staff how to work safely and made sure any potential hazards were dealt with before they caused injury. But I can’t be in ten places at once. We need a system that can be effectively implemented and monitored without me having to be there. Absenteeism has gone up and I believe that it is caused by low staff morale connected to work health and safety. I believe that work should be a happy place because a happy workplace is a productive one. Also, it tends to cultivate long-term employees. After the interview, Jim introduced you to key investor and board member Alan Harvey, who explained that he leaves Jim to worry about the company operations while he concentrates on strategic planning. Alan said: With our expansion plans we have to be very concerned about our brand image. We can’t afford to have it tarnished by bad press concerning the way we care for our sites. We handle a lot of hazardous substances in our service stations, and the board takes the legal responsibilities we have as company directors in regard to WHS very seriously. In developing the WHSMS, make sure you consult with and include the board. Alan asked you about the way you intend to go about setting up the WHSMS for Pitstop and whether you will be needing any help in achieving the task by the due date. Your response was that you had been involved the rollout of a similar program with Australian Petroleum. You had used WHS consultants in areas where the company management required additional expertise. You also used the National Safety Council of Australia (NSCA) to train the managers about WHS responsibilities and obligations. You think NSCA may also be useful for training the Pitstop Store Managers on WHS compliance, as would St John’s Ambulance in certifying all managers with first aid competency. Alan noted that, in the interest of efficiency, it would be a good idea to integrate existing management systems with the new WHSMS. This may involve adapting policies from other management systems at Pitstop or those legacy policies retained from the ISS buyout stores. Alan went on to say: This is a critical area for our short-term and long-term future. We don’t want to set a budget, but would rather you come back to us with recommendations on the resources required to do the WHSMS right. Pitstop Pty Ltd organisation Pitstop WHS strategic plan 2014 (excerpt) Mission statement Pitstop aims to be the first-choice provider of fuel and snacks for Australian motorists. Pitstop is committed to providing employees and customers with a healthy and safe environment. Pitstop organisational